Business Growth Consultant Helps Organizations Improve Culture
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This document provides information about a business growth consultant named Lois Raats. It outlines her areas of expertise, including strategic planning, marketing, leadership development, and process improvement. Her mission is to help people and organizations become stronger and better. The document discusses various topics related to business culture and provides strategies for shaping culture to align with organizational values and vision.
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Business Growth Consultant Helps Organizations Improve Culture
- 1. Lois Raats MEd CCC BCC Business Growth Consultant © 2012 Ready2Grow Associates www.ready2grow.com
- 2. Expertise: Strategic Planning Marketing & Sales Force Development Leadership & Team Development Process Improvement & Innovation 25 years’ experience Mission: Help people and organizations get stronger and better. © 2012 Ready2Grow Associates www.ready2grow.com
- 3. What is culture all about and why should you care? How does culture development fit with your business’s growth stage? What are some culture styles and which one does your business resemble the most? What are some strategies and best practices for shaping culture to align with values and vision? © 2012 Ready2Grow Associates www.ready2grow.com
- 4. Symptoms of a team that needs a culture shift… Business symptoms: Low productivity, low profits, high #complaints, low resolution of said complaints, high turnover. Team Symptoms: Low morale, low engagement, lack of trust, poor communication, confusion, duplication, anger/sarcasm, gossip, tribal warfare - individuals vying for same space Personal Symptoms: Stress, anxiety, sense of failure or incompetence, long-term: low self-esteem © 2012 Ready2Grow Associates www.ready2grow.com
- 5. INNER OUTER WHY HOW WHAT IDEOLOGY: IMPLEMENTATION: -Values -Mission -Purpose -Culture -Vision -Goals -Projects -Next Steps LEADERSHIP MANAGEMENT “ROOTS” “FRUITS” © 2012 Ready2Grow Associates www.ready2grow.com
- 6. © 2012 Ready2Grow Associates www.ready2grow.com
- 7. ∙Back to Start-up ∙Focus on ∙Accurate ∙Leverage Quality & Experience to valuation & ∙Productivity Innovation exit strategy Tap New ∙Innovation Markets to Increase ∙Time & ∙Continuous Value Priorities Improvement ∙Survival ∙Delegation ∙Target ∙Cashflow ∙Standardization ∙Product ∙Market ∙Niche Opp’s © 2011 Ready2Grow Associates www.ready2grow.com
- 8. Step Tasks OPTIMIZING Continuous Innovation Continuous Individual Competency Dev. improvement Coaching Leadership Development MANAGED Performance Alignment Align, Quantify, Competency Alignment Transfer Knowledge Team-based Practices Mentoring Participatory Culture DEFINED Define Competencies Identify Core Knowledge & Skills Analysis competencies Person-position Fit Workforce Planning REPEATABLE Compensation Training Create basic Performance Management structures & Recruitment & Selection processes Communication INITIAL Few Processes Move away from in place chaos & reactivity Fire-fighting © 2011 Ready2Grow Associates www.ready2grow.com
- 9. INNER – “ROOTS” OUTER - “FRUITS” • Values • Conversations • Vision • Activities • Thoughts • Behaviours • Feelings • Attitudes = CULTURE • Decisions Strong roots produce © 2012 Ready2Grow Associates www.ready2grow.com delicious fruits.
- 10. Values + Purpose + Mission + Vision = Identity Implementation (a.k.a. “how we do things around here” Culture) © 2012 Ready2Grow Associates www.ready2grow.com
- 11. BEHAVIOUR attitude ACTIVITY feeling thought value BEHAVIOUR thought ACTIVITY feeling attitude CONVERSATION © 2012 Ready2Grow Associates www.ready2grow.com
- 12. Vision Values We are guided by this vision of the future… Passions Purpose Intentions Because we are all about… Inklings Mission and Culture Customers We will accomplish our purpose in this way… Goal Specific targets we will set to fulfill our mission Supporting Projects Specific projects that help us accomplish our goals… Next Steps What we need to do today toward Projects X,Y,Z… © 2012 Ready2Grow Associates www.ready2grow.com
- 13. 1. from the inside out. 2. from the top down. © 2012 Ready2Grow Associates www.ready2grow.com
- 14. The enduring principles we will never give up that help us decide what to do on a daily basis. © 2012 Ready2Grow Associates www.ready2grow.com
- 15. We would hold this value even if: We started another company It is 100 years from now It becomes a competitive disadvantage We are not rewarded for holding this value Also: It’s such an important part of our identity, that people who don’t hold this value really couldn’t work for us. © 2012 Ready2Grow Associates www.ready2grow.com
- 16. The underlying reason why we do what we do each day Reminds us what we are committed to Answers the question “Why?” (To figure out Purpose, state what you do, then keep asking “Why?”until you can’t answer any more) © 2012 Ready2Grow Associates www.ready2grow.com
- 17. “To build into people and communities…” To help people build better lives. To help people improve their lives. To support people. To help people know they are supported. To prevent loneliness, isolation, pain. So people can know they are not alone. To create a better life for everyone. © 2012 Ready2Grow Associates www.ready2grow.com
- 18. Standards that shape our attitudes and behaviours to reflect our Core Values & Core Purpose e.g. Core Value: INTEGRITY - We take responsibility. - We do what we say we are going to do. - We do our best work at all times. - We always seek the best for our customer. © 2012 Ready2Grow Associates www.ready2grow.com
- 19. "Underpromise, Overdeliver" "We always err on the side of the customer" "We're honest in our dealings with each other and the public" "We take immediate responsibility for our actions, both personally and as a company" “We forgive others’ mistakes.” © 2012 Ready2Grow Associates www.ready2grow.com
- 20. “For every problem, there is a solution.” “Find a way.” “No excuses.” “Money is a means not an end.” “We do what we say we’re going to do.” Treat others as I would wish to be treated Treat others as they would wish to be treated "We're compassionate in our dealings with each other and the public" Be fair Be respectful Be professional: aware of what I do and say and how it affects others Admit mistakes and forgive them in others. © 2012 Ready2Grow Associates www.ready2grow.com
- 21. Faith • I believe in my bigger purpose, my business, and other people. Reciprocity • I willingly give before I receive. I give whether or not I get back, keeping in mind my boundaries. Boundaries • I aim to be: Friendly • Firm • Fair Abundance • I can get whatever I need when I help others get what they need. Attraction • I aim to attract more than promote. Passion • I do what I love, and will overcome all obstacles until I accomplish what I set out to do. I will find a way. Competence • I am the best at what I love to do. No excuses. Forgiveness • I forgive people’s mistakes and forgive myself for my own mistakes. Anger wastes energy that could be spent serving people. Investment • vs. ”expense”. I invest time, energy, money to keep growing. © 2012 Ready2Grow Associates www.ready2grow.com
- 22. © 2012 Ready2Grow Associates www.ready2grow.com
- 23. FREEDOM CLAN ADHOCRACY Earlier Values Values Stage Relationships Innovation Family Businesses High Tech Professional Service Firms INTERNAL EXTERNAL FOCUS FOCUS HIERARCHY MARKET Values Values Later Stage Stability Efficiency Traditional Progressive Mfg. Mfg. CONTROL © 2012 Ready2Grow Associates www.ready2grow.com
- 24. Values stability. Traditional approach to structure and control Typical of traditional manufacturing businesses where success is based on maintaining the status quo. e.g. Pepsi Strict chain of command Respect for position and power Well-defined policies, processes, rules, and procedures. Leader coordinates, organizes, and keeps a close eye on what is happening. © 2012 Ready2Grow Associates www.ready2grow.com
- 25. Values efficiency. Seeks control but does so by looking outward. Manufacturing and service businesses where competition is high and innovation and quality control are essential. Continually seeks to reduce the cost of transactions in the value chain e.g. hiring employees, choosing suppliers, negotiating price, security. Leader seeks to create value flows between clients and suppliers with the lowest cost and delay. Leader in market cultures driven by results, very competitive, and seeks always to deliver the goods. © 2012 Ready2Grow Associates www.ready2grow.com
- 26. Values relationships. Team’s energy focused inward vs. toward marketplace. Less focus on structure, control, and price. Values craftsmanship and flexibility. Organization relatively flat, people and teams allowed to act independently. Sense of family, loyalty, common cause (defined by leader). Rules exist but are more often transferred socially than written down. Leader is facilitative and supportive, at times parental. Seeks to align team around vision, shared goals, outputs and outcomes. Leader’s vision tied to marketplace, but team’s vision tied to leader. © 2012 Ready2Grow Associates www.ready2grow.com
- 27. Values innovation. “Ad hoc” = “organized toward a special project”. Typical of tech startups where maximum agility is crucial to survival during rapid change. Highest independence and flexibility, market-driven. Specialized teams form rapidly continuously to surmount new challenges. Grows through prototyping and experimenting rather than large, long- term projects. Team’s energy focused on realizing a dream in the marketplace. Team emotionally connected more with vision than with a particular leader. Leader is visionary, innovative, and takes calculated risks to make significant gains. © 2012 Ready2Grow Associates www.ready2grow.com
- 28. What style of culture do you currently have? What style of culture do you want to build over time? What Guiding Principles ensure that your people are living out your values, purpose, and mission? What Rules provide boundaries for you, helping you and your employees live out your Values? © 2012 Ready2Grow Associates www.ready2grow.com
- 29. Leaders walk the talk. Set as a regular agenda item in meetings. Keep written values, purpose, mission visible in your office. Before you post the values, prepare the ground through discussion and storytelling first. Choose one value statement. Ask them what it means, and when it’s been in play this week. Start collecting these stories about how employees have been living out our values. © 2012 Ready2Grow Associates www.ready2grow.com
- 30. Create a suggestion box. Post your answers to suggestions above the box so people can read and comment on your responses. Have a “caught I doing something right” feedback box that anyone can contribute to. Offer praise. Use social media to communicate values, purpose, and vision with your staff. Create a values logo… © 2012 Ready2Grow Associates www.ready2grow.com
- 31. © 2012 Ready2Grow Associates www.ready2grow.com
- 32. First, get clear about your internal organization: your values, purpose, mission, and vision. Incorporate these into all communications: print, social media, job postings, etc. Identify the specific competencies required to accomplish your mission. Word your job postings to attract people who are aligned with your values and vision. Get the right people on the bus and the wrong people off the bus. © 2012 Ready2Grow Associates www.ready2grow.com
- 33. Engagement Alignment Learning Shared Leadership © 2012 Ready2Grow Associates www.ready2grow.com
- 34. Work for more than just money. PASSIONATE – Care about their work COMPETENT – Do a lot and do it well LEADERS – Ownership and accountability © 2012 Ready2Grow Associates www.ready2grow.com
- 35. Understand the core vision, values, purpose and mission of the organization. Apply the above on a daily basis according to the guiding principles Solve problems in an agile fashion: can make decisions quickly based on market conditions and other factors - because they are clear about what is most important to the organization. © 2012 Ready2Grow Associates www.ready2grow.com
- 36. Are naturally curious, or are taught to be curious Are encouraged to learn Are encouraged to innovate Bring great new ideas to the business and the team Are energized by innovation © 2012 Ready2Grow Associates www.ready2grow.com
- 37. Best model for teams is shared leadership. Leaders are self-directed. Leaders take responsibility for their actions. Leaders do whatever it takes to get the job done. Leaders set boundaries and don’t allow themselves to become overwhelmed. Leaders think strategically, not just tactically. © 2012 Ready2Grow Associates www.ready2grow.com
- 38. Website: www.ready2grow.com Free Business Scorecard Free 30-Day Time Tools program Contact: lois@ready2grow.com Twitter: lois_ready2grow Link with me on Linked In and Facebook! © 2012 Ready2Grow Associates www.ready2grow.com
Notes de l'éditeur
- Review PPTs and check flowFigure out where to insert discussion re 360 feedback & its meaningClarify my questions re the feedback & meaning to mgt teamInsert copyright info as footerPrint Powerpoint handoutsLoad PPTS on to memory stickPreload ppts on to the laptop as wellSend copy of presentations to ArtFlipchart & markersFlipchart stand File folder with raw questionnaires, individual feedbacks and own Platinum Rule chart, and evaluation formsLaptop
- What do you think?Where is Menno Martin on this chart?Purpose: accurate self-perceptionset goals
- MaturityWhere is Menno Martin on this chart?
- YES NO If you were to start a new organization, would you build it around this core value regardless of theindustry?YES NO Would you want your organization to continue to stand for this core value 100 years into the future,no matter what changes occur in the outside world?YES NO Would you want your organization to hold this core value, even if at some point in time it became acompetitive disadvantage—even if in some instances the environment penalized the organizationfor living this core value?YES NO Do you believe that those who do not share this core value—those who breach itconsistently—simply do not belong in your organization?YES NO Would you personally continue to hold this core value even if you were not rewarded for holding it?YES NO Would you change jobs before giving up this core value?YES NO If you awoke tomorrow with more than enough money to retire comfortably for the rest of your life,would you continue to apply this core value to your productive activities?JIM COLLINS.COM Vision FrameworkCore IdeologyBreakout Session—P2Core Value Candidate (list value):YES NO If you were to start a new organization, would you build it around this core value regardless of theindustry?YES NO Would you want your organization to continue to stand for this core value 100 years into the future,no matter what changes occur in the outside world?YES NO Would you want your organization to hold this core value, even if at some point in time it became acompetitive disadvantage—even if in some instances the environment penalized the organizationfor living this core value?YES NO Do you believe that those who do not share this core value—those who breach itconsistently—simply do not belong in your organization?YES NO Would you personally continue to hold this core value even if you were not rewarded for holding it?YES NO Would you change jobs before giving up this core value?YES NO If you awoke tomorrow with more than enough money to retire comfortably for